The reform of human resource management in the Irish public service

Abstract

This paper reviews human resource management (HRM) reforms in the Irish public service over the past twenty-five years. The narrative is based around five HRM themes which have been the main focus of public service reform efforts: performance management, public service careers, leadership, strategic HRM and employment relations. The paper examines all available independent empirical research as well as internal and external reviews commissioned by the public service. The paper contributes to the empirical literature on HRM in the public service and in Ireland, and locates the pattern of HRM reform in the public service in Ireland in comparative context. The paper concludes by noting that while progress has been made, further energy is required in respect of HRM reform.

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“…In their research, Urpia et al (2018) present that performance appraisal is one of the practices by which the needs of the organization's workforces are met, maintained and developed. Thus, the importance of effective performance appraisal is emphasized, which presents a significant impact on organizational excellence (Boselie et al 2021;Nebot 2019;Roche and O'Riordan 2021;Urpia et al 2018). Nebot (2019) reports that organizations should have tools for performance evaluation and offer counseling for the development of professionals, thus enabling them to reach their full potential.…”

“…Nebot (2019) reports that organizations should have tools for performance evaluation and offer counseling for the development of professionals, thus enabling them to reach their full potential. The authors Roche and O'Riordan (2021) indicate that the public service should be guided through mission, vision and objectives, promoting accountability for performance, cites as an example the Irish public service that established a system of performance development management, linking them to criteria for increment in pay and eligibility for promotions. Finally, Boselie et al (2021) state that employees demonstrate positive attitudes such as affective commitment, job satisfaction, organizational citizenship, and excellent quality service when they are motivated through appropriate performance evaluation and feedback.…”

“…Finally, Boselie et al (2021) state that employees demonstrate positive attitudes such as affective commitment, job satisfaction, organizational citizenship, and excellent quality service when they are motivated through appropriate performance evaluation and feedback. c) Recruitment A fair recruitment with consolidated criteria should be established for the recruitment of adequate workforce to the organization, (Jonczyk 2015;Nebot 2019;Roche and O'Riordan 2021;Urpia et al 2018) emphasize to this importance. Urpia et al (2018) argues that the appropriate process for recruitment and retention of the workforce should be differentiated.…”

“…Urpia et al (2018) argues that the appropriate process for recruitment and retention of the workforce should be differentiated. Roche and O'Riordan (2021) report that in the current Irish public service, recruitment systems are open to external candidates at any point in their careers and provide managers with the ability to adjust the workforce more quickly in case of need. Jonczyk (2015) addresses the creative process of innovation in Polish public hospitals, where he reports the possibility of selecting people open to change and with creative skills.…”